When frontline teams set their OKRs, they will stick tactics in there. Engineers, designers, and product managers are solutions people. If you spot a task or project listed as a Key Result, ask a few questions: Why this project? Why is it important? What will it accomplish? What will change? How do you know if it’s successful? What numbers will

When people ask me what the difference is between OKRs and SMART goals, KPIs, or other goal-setting approaches, I tell them it is the cadence of check-ins. The cadence is what makes the difference between goal setting and goal achieving.

I trimmed the meetings down to two key meetings a week: one to set intentions and one to celebrate progress.

Pipelines are more suited to OKRs than Roadmaps. To avoid semantic arguments, I’ll define Roadmaps as a plan for our desired future and Pipelines as a collection of ideas of projects that might get us to our desired future. Roadmaps have dates. Pipelines use impact/effort/confidence to prioritize the best ideas. By saying Pipelines are preferable

“What is the Objective for this project?” and “How will we know if we’ve succeeded?”

bigger companies often struggle with OKRs because of interdependence.

A mission is an Objective for five years, and an Objective is a mission for three months.

What Makes OKRs Work? The Cadence.

Have one team adopt OKRs before the entire company does.